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| Criterion |  Operations Kaizen Event |  Systems Thinking Leverage Points |  Operations Gemba Walk |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 0.5-5 Tage | Half day | 30-120 min | 45-90 min |
Participantsdifferent | 4-10 | 3-12 | 2-6 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Leverage Map, Action Strategy | Observation Notes, Improvement Ideas | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LeanContinuous improvementOperations | Systems thinkingChangeStrategy | LeanObservationProcessOperations | ChangeDecisionStrategy |